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‘The role of HRM processes in shaping clinical
performance in Australian hospitals’
Delivered by
Dr Sandra Lawrence
Department of Employment Relations
and Human Resources, and WOW
Abstract: Growing financial and societal pressure is
increasing the need for healthcare organisations to
improve all aspects of clinical performance. The
pressure for organisational change to improve
efficiency
and
effectiveness
is
particularly
pronounced in the hospital sector, which is the most
resource-intensive component of the health care
system. Regulators e.g., government, key industry
accreditation bodies such as the Australian Council of
Healthcare Standards (ACHS), also aim to influence
the particular organisational changes hospitals
undertake through targeted feedback and suggested
interventions. Research has previously shown that
human resource management (HRM) practices and
processes do play an important role in shaping
organisational performance outcomes. Within the
hospital contact, we believe that there is an urgent
need to understand theoretically and empirically, how
hospitals
can transform and improve the
effectiveness of key HRM processes, and the
associated impact of these processes on clinical
performance, over time.
Through an ARC Linkage project, our research team
(Keith Townsend, Sandra Lawrence, Adrian
Wilkinson (GU) and David Greenfield (UNSW)), in
conjunction with industry partner ACHS, are
Tuesday, 30th July 2013
10 am - 11:30 am
Room 2.06, Building N54 (Nathan) with videolink to
Room 3.01, Building G23 (Gold Coast)
Tea/coffee provided
examining these issues through a series of studies
using Australian hospitals as our sampling
population and drawing data from interviews with
key hospital staff, qualitative ACHS accreditation
reports, and quantitative ACHS accreditation and
clinical indicator databases.
This seminar will outline four of our studies, some
of which are still in preparation. Study 1 tests a
model of how the effectiveness of HRM processes
influence hospitals’ clinical performance (continuity
of quality patient care) in the context of processes
emerging from three other hospital sub-systems
(strategic and operations management, information
management, and health and safety). Study 2
examines the degree to which accreditation ratings
motivate hospitals to make changes to both their
HRM processes and continuity of quality patient
care process over time. Study 3 examines
managers’ perceptions of the contribution of the
accreditation process in achieving exemplary
levels of HRM performance in hospitals. Study 4
examines the degree to which particular care
processes act as mediating mechanisms linking
HRM processes to clinical performance.
Speaker: Having recently completed a Research
Fellowship in the Centre for Work, Organisation
and Wellbeing, Dr Sandra Lawrence has now
joined the Department of ERHR as a Senior
Lecturer. Her research focuses on the role of HRM
processes in shaping performance in hospitals and
emerging from her thesis work, the use of emotion
regulation to deal with anger in response to
managerial injustice.
Sandra has published work in A*/A ABDC ranked
journals such as Journal of Organizational
Behavior, Journal of Applied Psychology, the
Journal
of
Vocational
Behavior,
Applied
Ergonomics, International Journal of Human
Resource Management and the British Journal of
Management. She is currently a chief investigator
on two ARC grants and is an editorial board
member of the Australian Journal of Management
and Journal of Applied Behavioral Studies.
Please RSVP by COB, Thursday 25th July, 2013 Phone (07) 3735 3714
Email [email protected]